Foundation of an organization rests on human resource. The HR department's responsibility is to build a team of the right set of people who can contribute to the organization through not only direct operations and profitability but also from a prospective of holistic and long-term growth. For smooth functioning of an organization, HR people should emphases to form a team that fits in to the ideas and objective of the same. This approach is a need of the hour as changing internal dynamics of organizations is bidding for more imperative work environment. A team of professionals who reinforce the organization organically is the core of the company. This can be persons associated with hardcore technology for a technology based company or the group constituting of marketing managers and tech experts for an online retailer.
In startups, people who are hired in the first round of recruitment or the first batch of employees becomes the core formation to draw a road map of success, transforming it to a large enterprise with exponential turnovers from a neoteric venture. Therefore, the role of HR is crucial, since it is the first touch point to evaluate a future leader of the company. The responsibility of HR department is not only bounded to hiring candidates and other formalities such as supervising allowances. In fact, to bring about the level of aggressiveness in work in employees and the willingness to contribute to growth of the company is the prior task of the department. HR should be competent enough to adapt the workforce to the changing dynamics of business environment.
The role of HR is changing in a progressive backdrop of work environment. Formerly, the focus was on formation of the team who can deliver to the process model of the business. Now, HR strategies need to orient themselves to the overall business and objectivities of the organization while hiring and sustaining the workforce. The transformation of HR strategies is from a transactional stature to a strategic formation. A new model of hiring, comprising of innovative practices and strategies is at hand.
For instance, if a company wants to venture into a new domain in next five years, recruitment of candidates should be done keeping in mind the forthcoming requirement so that the hired bulk can accommodate the change without much problem. Transition of HR practices is gradually being adopted throughout the industry. Transactional HR comprised of a set of monolithic processes such as revising workplace policies and investigating workplace issues. The change to strategic concept has made its realms wider. Now, HR strategy is to reinforce organizational strategy through long-term goals. Process oriented activities are being shifted to organization-oriented activities.
To formulate effective HR strategies a greater focus on standardization is required. Improvement in recruitment process will ensure quality of hiring and hence, ultimately the quality of workforce. A number of compliances should be formulated, which will act as a central constitution guiding the diverse verticals of HR. While forming new set of strategies, the department should take into account financial aspect of the organization. Emphases should be on reducing expenditure of the company rather than increasing it as investment in HR fronts. Leveraging technology will help the department to induce progressive features in hiring and managing workforce. HR should be scalable enough to adapt itself to changing business scenarios. Devising policies and practices with a holistic approach towards the internal mechanism of the organization is crucial.
To align HR strategies to Business strategies, focus should be on a number of specific aspects. Leadership, Culture, Communication, Engagement, workplace planning, talent, Retention, Performance management and team management should be emphasized upon by HR. Evaluation of a good leadership is crucial to deliver a successful business strategy. The work culture of the organization should align with the business culture of the company. For instance, if the company promises delivery of services with speed and agility, HR should ensure that the same parameters are being followed internally forming the work culture of the organization. Information sharing and engagement of employees should follow a “bottom up” approach rather than a “top up” method. This ensures active involvement of every employee within the organization.
While HR shifts to strategic concepts, it should be noted that the operational and transactional aspects are fundamental and the transition is an expansion of these facets. The basic transactional features must be handled properly even if functional developments are induced to the process. It should be understood that the road map of HR from transactional to strategic concept is more about expansion rather than a change.
(Vidur Gupta is a Director at Spectrum Talent Management. Views expressed here are his personal and not that of CNN-IBN or IBNLive.com. We also welcome counter view.)
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